Social media is now an integral player in the world of commerce and business transactions. The pace of innovation with respect to new social media platforms and the data processing services that new start-ups are providing is unprecedented. Social media has infiltrated society to such an extent that it is now assumed that everyone has access to the internet. Social media serves as a daily calendar, provides local community information, plays a leading communicator role in global conflicts and disaster management, and is replacing traditional shopping malls and the high street banks. Technology-weary and Facebook-fatigued professionals from all industries are experiencing societal pressure to network, develop an online presence on sites such as LinkedIn, and to keep abreast of the latest technological advances. What comfort then is there for the social media-weary leader who realises that he must invest time and energy in social media and even join the latest chat room?

Social media, in the formative years, was a platform by which people could communicate and share social information. But this fundamental application has quickly expanded into the organisational and leadership context, particularly when it comes to creating high accountability cultures which value transparent "conversations" between managers, leaders, and employees (Accountability Leadership , 2013). Social media provides a perfect platform for open, cross-functional conversations that by nature breakdown the silo mentality and hierarchical boundaries. Externally, whether an organisation sanctions such activity or not, conversations with respect to your organisation and business are ongoing via social media and your company reputation is public. Disgruntled staff have Facebook pages and suppliers and customers are free to post their experiences; your company is being reviewed on line whether you like it or not.

Nilofer Merchant, in the Harvard Business Review, December 14, 2012, notes that leaders traditionally were expected to have the answers to everything. But effective leadership now calls for collaboration. A leader should frame the pressing critical issues and rely on trusted experts to help solve them. Leaders can use social media to their advantage by developing platforms where staff are openly encouraged to express their opinions and even provide workable solutions. Discussion boards can address issues before they escalate, and managers and decision makers can announce corporate changes confident that the feedback and recommendations from staff have been seriously considered. Not only will such information exchange gather support and improve morale, but a measure of accountability is inherently passed to employees, if only in the opportunity to express their opinion. There is less need for lengthy presentations, meetings, and formal staff surveys. Company videos can both entertain and deliver fast, powerful messages to internal and external audiences.

While best practices in communication tell us that one-on-one individual conversations remain the most desirable platform for important communication, such opportunities are not always achievable in the fast pace of modern business and organisations. We also know that traditional email alone has never been a satisfactory alternative. Finally the breakthrough of social media has created a tipping point for business accountability, providing the flexibility, spontaneity and interactive potential to be a viable alternative to face to face conversation. With the capacity of social media to help build a culture of transparency, and give each and every one of your employees a and customers a voice, social media is here to stay; use it to your advantage.

Resources:

Di Worrall: Accountability Leadership

http://www.amazon.com/Accountability-Leadership-Performance-Responsibility-ebook/dp/B00DUQGJEM

Harvard Business Review: Are You Giving Up Power?

http://blogs.hbr.org/cs/2012/12/are_you_giving_up_power.html